Santanu career achievement

In 2000 when I joined TCS as a campus hire, I have been served with a show cause notice within 2 months as I was always absent in the class room

training post office hour, however I have received customer appreciation on the same month for providing a solution to close the contract/service job

30% faster and effective utilization of service engineers of GE Healthcare. I survived in my job! Later on those ideas and va lue adds helped me to

join GE Healthcare I2I business as a Project Manager when I had only 5 years of industry experience.

Building a brand new data warehouse with a set of dashboard and reports is always an experience to share. If that is for Allstate’s Agent

compensation calculation, powered by predictive analysis on product strategy it is even interesting. Also I cant undermine the strategy we build to

convert entire legacy wording (insurance documents) to HP Exstream & TIBCO based solution.

I always believe right set of process can do wonders, however no process can exists without people. I learnt it when I certified myself in Six Sigma

Green belt in 2002. Since then the IT industry transformed a lot. Now we build innovative pricing models, convert T&M contracts to manage service

deal, however they are all focusing on to create a win-win relationship with customer.

It’s a belief that you need to work abroad to deal with customer better. I feel it’s a mindset. When I performed Engagement Manager role or used to

work as a customer side PM at GE, I learnt how to build a WIN strategy in a diverse situation. So far I established 3 new accounts and lead 10+

multi million deals to successful implementation where I felt innovative thoughts and creative solution are the key success criterion.

Santanu Ghosh

Delivery Manager

My Journey as a participative Leader

Start-up Mindset

It require a mindset to welcome Failure. I always try to be the first person to fail so that I can get the first mover advantage.

October, 2000 we were being transitioned by Wipro on GE Healthcare legacy application. It was my 1st assignment of my IT career. I have been provided a requirement in

French. Only option was left with me was to think innovative and come up with a solution. I never thought it will be such game changer for my career. We optimized the

service engineer’s efficiency by 30% and it was a million dollar benefit to GE

Now as a delivery manger I promote entrepreneurship at every level in my team and always allow my team to unleash their talent. Right now I own the largest personal line

insurance account at my organization where customer is moving towards their own captive, So only way to survive is innovation. Post valley we are growing now.

Key to success – Run the account as your own company

Fundu Channel

Weekly bridge call where anyone can share innovative ideas. Once implemented the best 2 Idea generator gets an award every month. Quarterly winner is treated with “Coffee with Sr Mgmt”Create new business for 3 M+

Meet the Kid

I personally meet every <2 years exp. Team members quarterly and plan to fulfil their aspiration. This helps to reduce the attrition (< 15%) and increase productivity (every fresher made billable within 3 months)

One team

Build win-win strategy. Our innovative model to build capability at customer’s India captive helped us to sustain our business growth even when the other vendor (Tier 1 IT comp) is losing businessBecame top vendor from no 3

Top Line

Best time to bombard customer with proposals during ‘depression’, and optimize during ‘boom’. With “Top Line” initiative we submitted 60+ proposals in 2014 – 2015.2016 new business for 5 M+

Driving Growth

3

We build the growth strategy as our “Top Line” initiative. Divide the portfolio into four technical areas and create growth s trategy based on following

Cost cutting cant be a long term strategy to sustain. Innovation and transformation are the driving factor to become market leader

Team readiness to drive proposals

Value based solution than cost based

Identify opportunities proactively

Innovative & unique solution

Delivery conformance as part of proposal

Aggression to win every opportunity

Key Wins (Proactive)

Enterprise level shared service solution Conversion of Managed Service for a global customerInnovative solution to win against Tier 1 competitor

High Readiness Score, Least Complex

A

Low Readiness Score, Most Complex

E

For a global customer (US, UK, NL) provided a solution considering technology and process affinity, geo pooling, service standardization leading to 38% cost savings in 3 years. Three steps solution to move into managed service

Developed mobile self service channel with Adobe analytics to improve the quote to policy bind success ratio per state per product. Once the bind ratio > 7% invoices will be charged. Received invoice with 10% reward in 5 months

Built a partnership model with Allstate to enable customer to transform their IT roadmap and build in house IP retention plan whereas win a business of 6 Mil+ from modernization, Core and flex services

Do

ma

in

Expert

Shared Services – Core Team

(Customer & Vendor)BAU work,

Automation execution

Modernization Team (Vendor)

Next Gen Automation, Accelerators,

Product competency

Business Knowledge

Competency Building

Flex Team

Vendor Team to support surge requirement (Ramp up/ ramp down within 2 weeks

People CredibilityPartnership

Key Initiatives:Customer behavior trend analysis.End to end Integration with external solutions/services.

Adobe Site Catalyst

Technology consulting and solution

We partnered with Allstate in building an end to end data

warehouse to consolidate Agents data in a new ADM which can

be used for generating reports on agent’s performance and finally

agent comp calculation.

During the development we realized customer’s need for advance

reporting and utilize predictive analysis which has enabled Allstate

to build product development strategy, enable agents to select the

right product and receive a guidance on their future compensation

Building Futuristic Analytics Platform

We partnered with Allstate in building Document Composition

Delivery Center (DCDC), a scalable Document Delivery platform

using TIBCO and HP Exstream to generate insurance documents

(wording) with no or very minimum maintenance cost

As part of the overall delivery strategy we proposed a factory

model with multiple tolls & accelerators which has bring down the

RDD to 0.15 from 1.20 and the overall cost of implementation for

51 state rollout for 3 LOB was reduced by 46%.

We win total 12 Mil+ revenue from this initiative

DCDC – Insurance Document conversion from Legacy to TIBCO & HP Exstream

TD Gen – Test data generator

SynBA – Requirement Validation Tool

WISTAF – TIBCO rule validator (LISA based)

PDF Comp – PDF Comparator for regression

** Testing accelerators

Technology Used Abinitio BO xcelsius Adobe Analytics

A right mix of technology driven business & business driven technology

New Account set up Strategy

5

Start 3 Months 6 Months 1 year

Proposal & Due Diligence Initiation & Transition Stabilization Steady State

High value driven proposition with innovative solution & optimized cost

Due diligence to arrive at a clear understanding of portfolio, customer and derive the implementation plan

Define the metrics and measurement progress

Proactive sharing of risk and mitigation

Highlight accomplishments Identify improvement areas

and LEAN the process

GrowthDelivery Excellence

Service Excellence

Talent Mgmt

Drive 4 Key areas across projects

A Case study to set up 1st Global investment account at Syntel List of New Account set up at Syntel

Aegon (6M /year) – A Global account of investment management for Insurance comp

eSurance (1 M/ Year) – US based Insurance

ACG (2.5 Mil/Year) – Testing of Allstate Canada

Belk (14 M / year) – Retail account from US

Lawson Product (1 M / year) –Logistics customer from US

Initial ChallengesVery Low confidence from customer, Strong labor laws at EU, Availability of resources with reqd skillset, cultural

difference of different onsite locations

Steady State30% of the portfolio moved to managed

service, 50% is in progress. Outcome based pricing model with R&R. Service level Gio-

pooling to improve service quality and minimize cost

Domain & TechnologyInvestment management for Insurance.Technology Used: MEDM, Murex, PAM,

Share point, .NET, SSIS, SSRS, Informatica, BO, EUC, Sybase, Oracle,

SQL Server, Datastage

StabilizationRequest Customer Sr. managers to visit offshore, demonstrate the knowledge

management process and technical capabilities, propose managed service

1st StepTransition is tracked at very

detailed level, Regular connect with customer and

mitigation of risks/issues

Aegon

Portfolio

USA UK Nederland

Focused approach with step by step improvement is the key to success

Customer Centricity

6

When I took over

Customer’s Goal

Digital transformationMoving into offshore based

agile Technology driven business Reduction of RTB cost IP retention at Captive &

get the fixed work delivered

Projection

Shared service model as a technology partner

Modernization services and build competency at Customer’s captive

Fulfil surge requirement of resources

Outcome based delivery model

70+ value driven proactive proposals

Committed automation based solution to reduce RTB cost

50+ certified scrum master to build agile competency

Outcome

Customer Satisfaction Index 5.8/6

Back to growth track

Win 5+ Mil digital transformation deal

Become most preferred technology partner

More managed Service contract

More customer connect from offshore

Base

Outside in approach to build customized solution and grow together

My Team

7

Santanu GhoshDelivery Manager

Allstate, Aegon, New P&L A/C

Delivery Director

Sr. Project ManagerAbinitio Architect

BI/DW, SAP, TIBCO; Allstate (90 FTE)

Delivery ManagerTesting & Infrastructure, Allstate

(125 FTE)

Delivery ManagerAMO, Aegon

(70 FTE)

Sr. Project Manager.NET Architect

WEB, RTB AMO, Allstate (85 FTE)

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Dream Team: A future ready group of volunteers driving growth & Delivery Excellence